DESIGN AND
ARCHITECTURE
le
cre
Learning and
development
al
ly
Ro
le
Performance
and reward
Resourcing
and talent
planning
d ib
din g H R
de
li v
er
e
C oll a b o r a tiv
Pe
rs
on
Activity: what you need to do
Develop insights
and spot
opportunities
BANDS AND
TRANSITIONS
CORE PROFESSIONAL
AREAS
Organisation
development
n
PROFESSIONAL
AREAS
Insights,
strategy
and
solutions
Lea
ive
BEHAVIOURS
Employee
engagement
to
Organisation
design
ding HR
Lea
Employee
relations
Dr
Review this core area in conjunction with relevant technical professional
area/s. For instance, the core professional areas plus Learning and
Development if you are a learning specialist.
rage to challen
Cou
ge
Develop understanding of the organisation and its context and use these
insights to tailor strategy and solutions to meet organisational needs now
and in the future.
Service
delivery and
information
Deci
sive
th
in
ke
influencer
lled
Ski
Insights, strategy and solutions
us
Curio
el
od
m
r
INTRODUCTION
1
Turn insight into
strategy and
solutions
Deliver and
embed solutions
Band 1
Band 2
Band 3
Band 4
1.1.1 Using personal
experience, develop
understanding of the
organisation and its context
to inform work and activities.
1.1.2 Combine a range of
business data with personal
experience to develop insight
into the organisation, its
customers, and the external
context it operates in.
1.1.3 Assess and interpret
complex data to gain insights
about the organisation, its
customers and its broader
context.
1.1.4 Assess the changing
social, strategic and business/
economic environment to
gain insights and identify
organisational strategic
requirements.
1.2.1 Read relevant
information and articles
to build and broaden
understanding of new
initiatives and practices
across relevant specialist and
generalist areas of HR.
1.2.2 Network with specialist
colleagues and communities
of practice to understand
current trends, thinking
and innovations in HR and
specialist area/s.
1.2.3 Build relationships and
form alliances with internal
and external specialists and
communities of practice to
keep ahead of emerging HR
and specialist trends, ideas
and innovations, and keep
ahead of changes.
1.2.4 Establish a network
of internal and external
counterparts and executive
communities of practice to
keep ahead of emerging HR
and specialist trends, ideas
and industry/sector insights,
locally and internationally.
1.3.1 Collect, collate and
analyse data to spot potential
opportunities and risks for the
organisation.
1.3.2 Use insights about the
organisation and the context
to identify opportunities,
priorities and potential risks.
1.3.3 Use insights to influence
leaders and colleagues to
current risks or benefits of
decisions or actions that affect
the long-term reputation and
health of the organisation.
1.3.4 Use insight about
opportunities and risks to
influence executive team
decisions that affect the longterm reputation, health and
growth of the organisation.
1.4.1 Collate and feed in
ideas and observations to
your colleagues and others to
influence policy, process and
decisions.
1.4.2 Share your insight and
work with colleagues (across
HR or specialist area) and
managers to influence the
development of organisational
plans and priorities.
1.4.3 Partner with colleagues
(across HR and in specialist
area) and leaders to develop
shared insights, priorities
and activities as part of the
organisational plan and
strategy.
1.4.4 Use organisational,
environmental, business
and market insight to shape
organisational strategy, and
challenge and shape executive
thinking around decisions
in partnership with leaders
across the organisation.
1.5.1 Provide relevant
information, data and reports
to support the design of
tailored people policy and
process solutions.
1.5.2 Develop and implement
people policy and process
solutions to address risks and
opportunities and align with
HR strategy and plans.
1.5.3 Develop prioritised
people plans and solutions
to support achievement of
organisational requirements
and align with HR and
organisation strategy.
1.5.4 Lead people and
organisation strategic
development to address risks
and opportunities for the
organisation.
1.6.1 Ensure diversity and
1.6.2 Ensure diversity and
inclusion is considered in all
inclusion considerations
people processes and activity. are embedded in the
development of people
solutions and actions.
1.6.3 Ensure consideration
of diversity and inclusion into
the development of people
solutions and project design as
a key organisation issue.
1.6.4 Build diversity and
inclusion into strategic
planning as a strategic
organisation issue.
1.7.1 Help employees
understand their role in
change, the reasons for it and
the results that are expected.
1.7.2 Work with managers
through change by outlining
the rationale, vision, required
action and impact of change.
1.7.3 Lead and influence
change with and across areas
to support implementation of
major change initiatives.
1.7.4 Lead and champion
the implementation of the
most significant organisation
change activities.
1.8.1 Support the delivery
and evaluation of planned
‘one-off’ and ongoing people
programmes and projects.
1.8.2 Support the timely
and efficient delivery and
evaluation of planned ‘oneoff’ and ongoing people
programmes and projects.
1.8.3 Lead the efficient
delivery and evaluation of
significant ongoing, annual
and planned ‘one-off’ people
programmes and projects.
1.8.4 Sponsor and evaluate
delivery of major, planned,
new, high-impact people
programmes and projects
across the organisation.
1.9.1 Keep records of
identified risks and plans to
mitigate against them.
1.9.2 Identify potential risks
to implementation of people
policy and plans.
1.9.3 Develop action plans to 1.9.4 Lead in risk mitigation,
mitigate risk resulting from
governance and ethics
the implementation of people strategies.
policies and plans.
10 Profession Map – Our Professional Standards V2.4
le
d ib
Performance
and reward
Learning and
development
n
al
ive
to
Resourcing
and talent
planning
din g H R
cre
Lea
ly
Ro
le
rage to challen
Cou
ge
Employee
engagement
Organisation
development
Insights,
strategy
and
solutions
INTRODUCTION
ding HR
Lea
Employee
relations
Dr
Review this core area in conjunction with relevant technical professional
area/s. For instance, the core professional areas plus Learning and
Development if you are a learning specialist.
Organisation
design
influencer
lled
Ski
Develop understanding of the organisation and its context and use these
insights to tailor strategy and solutions to meet organisational needs now
and in the future.
Service
delivery and
information
Deci
sive
th
in
ke
r
Insights, strategy and solutions
us
Curio
el
od
m
de
li v
er
C oll a b o r a tiv
e
Pe
rs
on
Band 3
Band 4
1.10.2 Evaluate project
impact and results to ensure
people projects/solutions
meet organisation needs.
1.10.3 Assess and review the
impact of projects/solutions,
staying alert to changes
in context, and make
appropriate corrections to
strategy and solutions.
1.10.4 Assess and review the
impact of projects/solutions,
staying alert to changes
in context, and make
appropriate corrections to
strategy and solutions.
1.11.1 Promote the value of
diversity and inclusion in all
activities.
1.11.2 Promote the value
and business impact of
diversity and inclusion with
peers and managers.
1.11.3 Promote the value
of diversity and inclusion
with managers and within
functions, outlining the
business case showing
impact on organisational
performance.
1.11.4 Promote the value
of diversity and inclusion
with the executive, outline
the business case showing
impact on organisational
performance.
1.12.1 Support employees
and managers to apply
people policies consistently
and fairly.
1.12.2 Coach and build
capability of managers to
handle situations with skill
rather than managing the
issue for them.
1.12.3 Coach and build
capability of senior managers
to anticipate and pre-empt
organisation issues.
1.12.4 Coach and build
capability of senior
leadership team to anticipate
and pre-empt organisation
issues.
1.13.1 Provide accurate and
timely information, data
and advice to managers and
employees on organisation’s
people policies and
procedures and employment
law.
1.13.2 Work with managers
and employees to provide
people management and
development, and legal
direction, advice, challenge
and support.
1.13.3 Work in partnership
with leaders and managers
to provide challenge, legal
guidance and advice, hold
organisation’s members to
account for its behaviours
and espoused values.
1.13.4 Develop strong and
trusted partnerships with
organisation’s leadership
team to provide challenge,
legal guidance and advice;
hold executive to account
for its behaviours and
espoused values.
1.14.1 Recognise team and
organisational culture and its
impact on activity.
1.14.2 Assess team culture
and coach managers to drive
and sustain changes to deliver
strategy and goals.
1.14.3 Assess organisational
culture and support changes
by amending existing
policies, processes and
communications to deliver
strategy and goals.
1.14.4 Assess and shape
organisational culture
to deliver organisational
requirements and meet
current and future
challenges.
CORE PROFESSIONAL
AREAS
Band 2
1.10.1 Collect, collate and
analyse project metrics,
data and report back on key
information.
BANDS AND
TRANSITIONS
Band 1
DESIGN AND
ARCHITECTURE
Activity: what you need to do (continued)
PROFESSIONAL
AREAS
BEHAVIOURS
11 Profession Map – Our Professional Standards V2.4
Performance
and reward
Learning and
development
le
al
to
Resourcing
and talent
planning
d ib
din g H R
cre
Lea
Organisation
development
ly
Ro
le
rage to challen
Cou
ge
INTRODUCTION
DESIGN AND
ARCHITECTURE
BANDS AND
TRANSITIONS
CORE PROFESSIONAL
AREAS
Insights,
strategy
and
solutions
n
PROFESSIONAL
AREAS
Employee
engagement
ive
BEHAVIOURS
ding HR
Lea
Employee
relations
Dr
Review this core area in conjunction with relevant technical professional
area/s. For instance, the core professional areas plus Learning and
Development if you are a learning specialist.
Organisation
design
influencer
lled
Ski
Develop understanding of the organisation and its context and use these
insights to tailor strategy and solutions to meet organisational needs now
and in the future.
Service
delivery and
information
Deci
sive
th
in
ke
r
Insights, strategy and solutions
us
Curio
el
od
m
de
li v
er
e
C oll a b o r a tiv
Pe
rs
on
Knowledge: what you need to know
Band 1
Band 2
Band 3
Band 4
1.15.1 organisational
1.15.2 Organisation vision,
1.15.3 Organisation and
1.15.4 Current and evolving
purpose, key products/services strategy, products and services functional/area vision, strategy organisational vision, purpose
and customers.
and customers.
and plans, product and
and strategic requirements.
services and customer profile.
1.16.1 Relevant press relating 1.16.2 Relevant business
to the organisation.
commentary relating to the
organisation and its wider
context.
1.16.3 Relevant business
commentary relating to the
organisation and its wider
context.
1.16.4 Relevant business
commentary relating to the
organisation and its wider
context.
1.17.1 Basic financial
and non-financial
performance information
on the performance of the
organisation.
1.17.2 Financial and nonfinancial performance
information on the
performance of the
organisation.
1.17.3 The key organisation,
commercial and value drivers
and the impact on people
plans and solutions.
1.17.4 The total organisation,
commercial and value drivers
and the impact on people and
organisation strategies.
1.18.1 The sector context
in which the organisation
operates; legal and
market factors that impact
performance.
1.18.2 The sector context
in which the organisation
operates; legal and
market factors that impact
performance.
1.18.3 The sector in which the
organisation operates and the
legal and market factors that
impact sustainable long-term
organisation performance.
1.18.4 The sector in which
the organisation operates
and the legal and other
market factors that impact
sustainable long-term
organisation performance.
1.19.1 Significant issues
within the organisation’s
environment which impact
you and others around you,
for example economic, social,
political, environmental
conditions.
1.19.2 The major
political, economic, social,
technological, legal and
environmental issues that
may impact organisation
performance.
1.19.3 The immediate
and prospective political,
economic, social,
technological, legal and
environmental issues that
may impact organisation
performance (and its
competitors).
1.19.4 The immediate
and prospective political,
economic, social,
technological, legal and
environmental issues that
may impact organisation
performance (and its
competitors).
1.20.1 Diversity and inclusion 1.20.2 Trends and approaches 1.20.3 The implications
initiatives and activities within within diversity and inclusion of demographic change
your area.
practice.
and social expectations
on diversity and inclusion
practice.
1.20.4 Evolving societal
and demographic trends
impacting on diversity and
inclusion strategy.
1.21.1 The way the
organisation, and/or functions
and teams are structured and
managed.
1.21.2 Organisation structure,
processes, governance,
espoused values and
behaviours.
1.21.3 How the organisation’s
current shape and culture has
evolved over time and the
gaps between current and
future state requirements.
1.21.4 The levers to drive
cultural change through
behaviours and values
and how to engender
accountability at executive
levels.
1.22.1 The governance and
decision-making processes
guiding how you deliver.
1.22.2 Key relationships and
stakeholders and explicit and
implicit rules guiding these
interactions.
1.22.3 Organisational politics,
key influencers, internal and
external stakeholder groups,
dynamics between individuals
and groups which drivem
decisions.
1.22.4 Politics, culture and
norms; internal and external
stakeholders and relationships,
formal and informal decisionmaking processes at executive
level and how to influence
within that.
1.23.1 A sense of how things 1.23.2 A sense of how things 1.23.3 Deep understanding of
really work in the organisation really work in the organisation how things really work in the
and the barriers to change.
and the barriers to change.
organisation and the barriers
to change.
12 Profession Map – Our Professional Standards V2.4
1.23.4 Deep understanding of
how things really work in the
organisation and the barriers
to change.
Performance
and reward
Learning and
development
n
le
al
ive
to
Resourcing
and talent
planning
d ib
din g H R
cre
Lea
Organisation
development
ly
Ro
le
rage to challen
Cou
ge
Employee
engagement
Insights,
strategy
and
solutions
de
li v
er
e
C oll a b o r a tiv
Pe
rs
on
Band 4
1.24.1 The capability and
skills that are needed within
the organisation.
1.24.2 The capability and
skills that drive competitive
advantage for the
organisation.
1.24.3 The differentiating
capabilities and skills that
drive competitive advantage
for the organisation, how
these can be built, bought or
developed.
1.24.4 The differentiating
capabilities and skills that
drive competitive advantage
for the organisation, how
these can be built, bought or
developed.
1.25.1 How the 10
professional areas in this Map
combine together to create
an overall human resources
offering to the organisation.
1.25.2 Awareness of the
technical skills across all 10
professional areas in this
Map, and how the HR levers
can be managed to drive
performance. May also have a
deep understanding in one or
more areas if a specialist (such
as L&D or reward).
1.25.3 Understanding of
the technical skills across all
10 professional areas in this
Map, and how the HR levers
can be managed to drive
performance. Expert-level
understanding in one or more
areas if a specialist (such as
L&D or reward).
1.25.4 Good understanding
of the technical skills across all
10 professional areas in this
Map, and how the HR levers
can be managed to drive
performance. Expert-level
understanding in one or more
areas if a specialist (such as
L&D or reward).
1.26.1 Knows or can access
1.26.2 Knows or can access
relevant law, in relevant local relevant law, in relevant local
and international jurisdictions. and international jurisdictions
and what the organisation
needs to do to mitigate
relevant risk.
1.26.3 Knows or can access
relevant law, in relevant local
and international jurisdictions
and what the organisation
needs to do to mitigate
relevant risk.
1.26.4 Knows or can access
relevant law, in relevant local
and international jurisdictions
and what the organisation
needs to do to mitigate
relevant risk.
1.27.1 Where to access
1.27.2 Up to date with HR or
external information on HR or specialist area good practice
specialist area good practice and thought leadership.
and thought leadership.
1.27.3 What external HR or
specialist area (business and
academic) thought leaders
and benchmark organisations
are doing and considers how
lessons may apply to own
organisation.
1.27.4 What external HR
or specialist (business and
academic) thought leaders
and benchmark organisations
are doing in a variety of
areas and considers how
lessons may apply to own
organisation.
1.28.1 Project management
principles and practices.
1.28.3 Stages and phasing
of project, programme and
change management.
1.28.4 How to lead and shape
organisation transformational
programmes.
1.29.3 How to disaggregate
the overall people/HR strategy
into functional and specialist
area strategies and operating
plans.
1.29.4 How to develop
organisation and people
strategies and operating
plans.
1.29.1 How a strategy and in- 1.29.2 How to disaggregate
year operating plan relate.
functional and specialist area
strategies into team operating
plans.
1.30.1 Group and individual
responses to change.
1.30.1 Practice and principles 1.30.3 Principles and
for engaging managers and
approaches underpinning
employees in change.
effective organisational and
culture change.
1.30.4 Principles and
approaches underpinning
effective organisational and
cultural change.
1.31.1 How to collect and
provide information required
to support business cases and
monitor budgets.
1.31.2 How to develop
business cases, costed options
appraisals and set up systems
for benefits tracking.
1.31.4 How to challenge
business cases, costed options
appraisals and benefits
tracking to ensure project or
activities deliver maximum
benefit and are aligned with
organisation’s strategy.
1.31.3 How to interpret
and analyse business cases,
costed options appraisals and
benefits tracking information
and take corrective action as
required.
PROFESSIONAL
AREAS
Band 3
CORE PROFESSIONAL
AREAS
Band 2
BANDS AND
TRANSITIONS
Band 1
DESIGN AND
ARCHITECTURE
Knowledge: what you need to know (continued)
1.28.2 Application of
project management tools
and approaches within an
organisation.
INTRODUCTION
ding HR
Lea
Employee
relations
Dr
Review this core area in conjunction with relevant technical professional
area/s. For instance, the core professional areas plus Learning and
Development if you are a learning specialist.
Organisation
design
influencer
lled
Ski
Develop understanding of the organisation and its context and use these
insights to tailor strategy and solutions to meet organisational needs now
and in the future.
Service
delivery and
information
Deci
sive
th
in
ke
r
Insights, strategy and solutions
us
Curio
el
od
m
BEHAVIOURS
13 Profession Map – Our Professional Standards V2.4